Page 194 - Crossing Cultural Boundaries - Cees den Teuling
P. 194

Effect of the management and communication style
ANOVA revealed that the applicability of the knowledge provided during the Presidential Programme for the home-organisations of respondents was not determined in statistically significant manner by dominant style of management and communication in the organisation (p = .594 and 0.561 respectively), as well as states of being partly open in terms of innovations to other employees and other departments (p = .519), sharing innovations with suppliers and distributors (p = .780), sharing innovations with the business sector and through media (p = .979), preferring the way the respondents use to do the business (p = .791) and not sharing innovations with the outside world (p = .414). Once again, the state of being totally open for new ideas and innovation from outside sources and constantly implementing new ideas and innovations, developed internally appeared to have a statistically significant influence on the applicability of the knowledge provided during the Presidential Programme for the home-organisations of the respondents (p = .005). Relationship was positive (b = .214), implying that increase in the former brought about increase in the latter. Yet the F-ration for the model was once again low (1.932) meaning that observed variances were likely to be incidental.
The dominant style of management and communication in the organisation had no statistically significant effect on the fact that obtained knowledge was understandable and feasible for the respondents’ colleagues (p = .214 and 0.747 respectively). The same absence of statistically significant effect was found also for the states of being totally open for new ideas and innovation from outside sources and constantly implementing new ideas and innovations, developed internally (p = .301), being partly open in terms of innovations to other employees and other departments (p = .723), sharing innovations with suppliers and distributors (p = .508), sharing innovations with the business sector and through media (p = .801), preferring the way the respondents use to do the business (p = .664) and not sharing innovations with the outside world (p = .096).
The fact that respondents’ home-organisation benefited from the knowledge transferred by them was not determined in statistically significant way by dominant style of management and communication in the organisation (p = .715 and 0.326 respectively), as well as states of being partly open in terms of innovations to other employees and other departments (p = .872), sharing innovations with suppliers and distributors (p = .924), sharing innovations with the business sector and through media (p = .783), preferring the way the respondents use to do the business (p = .904), and not sharing innovations with the outside world (p = .533). At the same time, the state of
14964






























































































   192   193   194   195   196